Motivation Theories PDF

MOTIVATION - THIS IS THE ABILITY TO PERSUADE PEOPLE TO WORK HARD AND CONTRIBUTE THEIR BEST EFFORT IN ORDER TO ACHIEVE THE OBJECTIVES OF THE FIRM. 2 THEORIES OF MOTIVATION 1. MASLOWS HIERARCHY OF NEEDS THEORY. ACCORDING TO MASLOW ALL EMPLOYEES HAVE THE SAME NEEDS THAT ARE ORGANISED INTO A HIERARC...

MOTIVATION - THIS IS THE ABILITY TO PERSUADE PEOPLE TO WORK HARD AND CONTRIBUTE THEIR BEST EFFORT IN ORDER TO ACHIEVE THE OBJECTIVES OF THE FIRM. 2 THEORIES OF MOTIVATION 1. MASLOWS HIERARCHY OF NEEDS THEORY. ACCORDING TO MASLOW ALL EMPLOYEES HAVE THE SAME NEEDS THAT ARE ORGANISED INTO A HIERARCHY OF 5 CATEGORIES BASED ON THEIR IMPORTANCE ONCE A NEED IS MET IT STOPS BEING A MOTIVATOR. THE NEXT NEED THEN BECOMES THE MOTIVATING INFLUENCE FOR THE EMPLOYEE. ACCORDING TO MASLOWS THEORY AT ANY ONE TIME A PERSON IS MOTIVATED BY A PARTICULAR NEED ON THE HIERARCHY AND MANAGERS MUST IDENTIFY THAT NEED IF THEY ARE TO MOTIVATE THE EMPLOYEES. IF THE LOWER BASIC NEEDS ARE NOT BEING MET E.G. STAFF BEING POORLY PAID THEN THEY WILL REMAIN UNMOTIVATED EVEN IF THE HIGHER NEEDS ARE MET E.G. FRIENDLY AND PLEASANT WORKPLACE. 2. PHYSICAL NEEDS - THESE ARE THE BASIC NEEDS SUCH AS SLEEP, SHELTER, FOOD, WARMTH, CLOTHING. MANAGERS SATISFY THIS NEED AND MOTIVATE WORKERS BY ENSURING THEY RECEIVE A FAIR WAGE, BONUS\'S, PROFIT SHARING SCHEMES IN ORDER THAT PHYSICAL NEEDS ARE MET. 3. SAFETY NEEDS - THESE ARE THE NEED FOR SECURITY, PREDICTABILITY, STABILITY AND FREEDOM FROM WORRY. MANAGERS CAN MAKE EMPLOYEES FEEL SAFE AND SECURE BY OFFERING LONG TERM CONTRACTS OF EMPLOYMENT, PROVIDING A SAFE WORKING ENVIRONMENT, PROVIDING FREE MEDICAL CHECK-UPS, SEND WORKERS ON HEALTH AND SAFETY COURSES, SAFETY EQUIPMENT, E.G. SAFETY GOGGLES, BOOTS, GLOVES, HARD HATS, HIGH VISIBILITY JACKETS, FREE HEALTH INSURANCE, FREEDOM TO JOIN A TRADE UNION. 4. SOCIAL NEEDS - THIS IS THE NEED TO BELONG, TO HAVE FRIENDSHIPS AND GOOD RELATIONSHIPS AT WORK. MANAGERS SATISFY THESE NEEDS BY OFFERING FLEXI-TIME SO EMPLOYEES CAN SPEND TIME WITH FAMILY, TEAM WORK, SOCIAL EVENTS, STAFF PARTIES, CLUBS. 5. ESTEEM NEEDS - THIS IS THE NEED TO FEEL RESPECTED AND APPRECIATED AND RECOGNISED. IT IS THE NEED FOR STATUS. MANAGERS FULFILL THIS NEED BY PROVIDING PRAISE FOR WORK WELL DONE, PROMOTIONAL OPPORTUNITIES, BIGGER OFFICE, COMPANY CAR, PERKS, JOB TITLE. MANAGEMENT FULFILL THIS BY OFFERING WORKERS A CAREER PLAN, TRAINING AND DEVELOPMENT OPPORTUNITIES, EMPOWERMENT AND PROMOTION TO POSITIONS OF RESPONSIBILITY, PROVIDING MEANINGFUL AND CHALLENGING WORK AND JOB ROTATION. LIMITATIONS OF THIS THEORY 6. ORDER - NEEDS MAY NOT OCCUR IN THE STRICT ORDER SPECIFIED BY MASLOW. THERE MAY BE CULTURAL DIFFERENCES OR INDIVIDUAL DIFFERENCES. 7. DIFFERENT NEEDS - NOT ALL EMPLOYEES ARE GOING TO BE GOVERNED BY THE SAME SET OF NEEDS. 8. VARY WITH TIME - EMPLOYEES MAY BE DRIVEN BY DIFFERENT NEEDS AT DIFFERENT TIMES OR STAGES OF THEIR LIVES. 9. EQUAL VALUE - NOT ALL NEEDS MAY BE OF THE SAME VALUE TO THE EMPLOYEES ADVANTAGES OF MASLOWS THEORY 10. MORE THAT MONEY THAT MOTIVATES - THE THEORY ACKNOWLEDGES THAT EMPLOYEES ARE MOTIVATED BY OTHER FACTORS APART FROM MONEY. 11. IDENTIFIES WAYS OF SATISFYING NEEDS - THE THEORY NOT ONLY IDENTIFIES THE NEED BUT IT ALSO PROVIDES MANAGERS WITH WAYS TO SATISFY THESE NEEDS. MCGREGORS THEORY OF MOTIVATION MCGREGOR SAID THAT MANAGERS COULD BE GROUPED ACCORDING TO THEIR ATTITUDE TO MOTIVATING THEIR EMPLOYEES, THEORY X ATTITUDE OR A THEORY Y ATTITUDE THEORY X MANAGERS BELIEVE THAT WORKERS - ARE LAZY AND THEY DISLIKE WORK - LACK AMBITION AND WILL AVOID TAKING RESPONSIBILITY - HAVE NO AMBITION TO TAKE PART IN WORKPLACE DECISION-MAKING - DISLIKE AND ARE RELUCTANT TO ACCEPT CHANGE IN THE WORKPLACE - ARE MOTIVATED ONLY BY MONEY AS A RESULT OF THIS MANAGERS - ADOPT AN AUTOCRATIC STYLE OF MANAGEMENT/CONTOLLING EVERTHING. - THEY SUPERVISE THE WORKERS CLOSELY TO ENSURE THEY ARE ACTUALLY WORKING - OFFER INCENTIVES OR USE SACTIONS TO GET EMPLOYEES TO CO-OPERATE. BONUS\'S OR REMOVAL OF THEM, SUSPENSION, DISMISSAL. - MANAGERS TRY TO KEEP CONTROL AND THIS MAY LEAD TO CONFLICT. - LITTLE TRUST AND EMPLOYEES ARE NOT LIKELY TO USE THEIR INITIATIVE - NO CONSULTATION WHEN MAKING DECISIONS - LITTLE DELEGATION AND FEW OPPORTUNITIES FOR PROMOTION. IMPLICATIONS OF A MANAGER ADOPTING A THEORY X APPROACH 12. DEMOTIVATED WORKFORCE - AS A RESULT OF THE AUTOCRATIC APPROACH AND LACK OF CONSULTTION, THE EMPLOYEES WILL BE UNMOTIVATED. THERE WILL BE LOW MORALE, LACK OF TRUST, NO EMPOWERMENT AND NO DELEGATION. 13. INDUSTRIAL RELATIONS PROBLEMS - DUE TO AN UNHAPPY WORKFORCE THERE MAY BE CONFLICT BETWEEN MANAGEMENT AND STAFF THEREBY REDUCING PRODUCTIVITY, SALES AND PROFITS. 14. POOR TIME MANAGEMENT - BECAUSE THESE MANAGERS DONT DELEGATE THEY WILL SUFFER FROM WORK OVERLOAD, STRESS AND BURN-OUT. 15. LOW QUALITY WORK/OUTPUT - LACK OF MOTIVATION AND PROPER INCENTIVES TO ENCOURAGE INTRAPRENEURSHIP RESULT IN POOR INTEREST BY EMPLOYEES TO FIND WAYS TO INCREASE PRODUCTIVITY. THEORY Y - MANAGERS BELIEVE EMPLOYEES - ENJOY WORK AND THEY CAN BE TRUSTED TO WORK HARD AND BEHAVE RESPONSIBLY ONCE THE WORK IS INTERESTING AND CHALLENGING - ARE AMBITIOUS AND THEY HAVE IMAGINATION AND INTELLIGENCE ONCE THEY ARE ENCOURAGED - ARE OPEN TO CHANGE ONCE THEY ARE CONSULTED ARE INVOLVED IN THAT CHANGE PROCESS - ARE MOTIVATED BY MORE THAN MONEY. AS A RESULT MANAGERS ADOPT A DEMOCRATIC/LAISSEZ FAIRE APPROACH (FACILITATOR) - PROVIDE INTERESTING AND CHALLENGING WORK THAT STIMULATE EMPLOYEES - PROVIDE STAFF WITH FREEDOM TO THEIR WORK WITHOUT INTERFERENCE - CONSULT REGULARLY WITH STAFF REGARDING DECISIONS TO BE MADE - PROVIDE ENCOURAGEMENT AND PRAISE FOR WORK WELL DONE\` IMPLICATIONS OF MANAGEMENT ADOPTING A THEORY Y APPROACH TO MANAGEMENT 16. INDUSTRIAL PROBLEMS ARE REDUCED - DUE TO THE HIGH LEVEL OF TRUST BETWEEN MANAGEMENT AND STAFF MORALE SHOULD IMPROVE AND THIS SHOULD REDUCE CONFLICT BETWEEN THEM RESULTING IN LESS TIME WASTING ON CONFLICTS. 17. INNOVATION - IMPROVED MOTIVATION OF STAFF AND DELEGATION OF POWER AND INCREASED IMPOWERMENT SHOULD LEAD TO INTRAPRENEURSHIP AND THIS SHOULD IMPROVE PRODUCTS AND SERVICES IN THE WORKPLACE AND REDUCE COSTS. 18. INCREASED PRODUCTIVITY - DUE TO MANAGEMENT BEING OPEN TO SUGGESTIONS AND DISCUSIONS FROM STAFF THIS SHOULD LEAD TO HIGHER PRODUCTIVITY DUE TO A MORE MOTIVATED WORKFORCE. 19. REDUCED ABSENTEEISM AND STAFF TURNOVER - IMPROVED TWO-WAY COMMUNICATION IN THE WORKPLACE SHOULD LEAD TO A BETTER ATMOSPHERE RESULTING IN REDUCED EMPLOYEE ABSENTEEISM AND STAFF TURNOVER AND THEREFORE REDUCED COSTS RELATING TO HIRING AND TRAINING NEW EMPLOYEES. EMPOWERMENT - THIS IS PLACING REAL POWER INCLUDING DECISION MAKING AND FULL RESPONSIBILITY IN THE HANDS OF THOSE WORKERS WHERE IT IS MOST EFFECTIVE. IE. AS CLOSE AS POSSIBLE TO THE CUSTOMER. DECISION MAKING AND CONTROL IS IN THE HANDS OF WORKERS WHO USE THEIR SKILLS IN THE INTEREST OF THE ORGANISATION BENEFITS OF EMPOWERMENT 20. A WIDE RANGER OF SKILLS ARE HARNESED - THE BUSINESS ARE ABLE TO FULLY BENEFIT FROM THE WIDE RANGE OF SKILLS AND TALENTS AND EXPERTISE THAT STAFF HAVE. 21. IMPROVES STAFF MOTIVATION - STAFF WILL BENEFIT FROM A GREATER LEVEL OF SELF ESTEEM AND SELF ACTUALISATION BECAUSE EMPOWERMENT ALLOWS THEM TO HAVE AN INFLUENCE ON THE OUTCOMES OF THE BUSINESS. THIS GIVES THEN A SENSE OF ACHIEVEMENT. 22. FREES UP MANAGERS TIME - EMPOWERMENT ALLOWS WORKERS TO USE THEIR OWN INITIATIVE WITHOUT CONSULTING REGULARLY WITH MANAGEMENT REGARDING DECISIONS TO BE MADE. THIS REDUCES THE MANAGERS WORKLOAD AND ALLOWS THEM TO CONCENTRATE ON MORE IMPORTANT TASKS. (STATEGIC PLANNING) 23. HIGHER MORALE/LESS ABSENTEEISM - EMPOWERMENT LEADS TO GREATER JOB SATISFACTION AND THIS RESULTS IN GREATER STAFF LOYALTY, LOWER ABSENTEEISM AND LOWER STAFF TURNOVER. RISKS OF EMPOWERING EMPLOYEES 24. INADEQUATE TRAINING - IF EMPOWERMENT IS INTRODUCED WITHOUT ADEQUATE TRAINING FOR EMPLOYEES THEN MISTAKES CAN BE MADE 25. INCREASED STRESS - EMPLOYEES MAY BE UNHAPPY WITH THE EXTRA RESPONSIBILITY AND THEIR STRESS LEVELS MAY INCREASE. THIS CAN CAUSE DEMOTIVATION AMONG EMPLOYEES. 26. BAD DECISION MAKING - THE LACK OF CONTROL AND DAY TO DAY SUPERVISING MAY ENCOURAGE SOME EMPOWERED EMPLOYEES TO TAKE UNNECESSARY RISKS, LEADING TO BAD DECISION MAKING. 27. CONFLICT BETWEEN MANAGEMENT AND STAFF - EMPOWERMENT MEANS MANAGEMENT ARE HANDING OVER CONTROL AND RESPONSIBILITY AND POWER TO SUBORDINATES. SOME MANAGERS MAY BE CAUTIOUS OF THIS REALLOCATION OF POWER AND LOSS OF CONTROL. THIS CAN LEAD TO CONFLICT BETWEEN MANAGEMENT AND STAFF.